GRI Index

Part I: Profile Disclosures

1. Strategy and Analysis

Profile Disclosure and Description		Status	Links	Notes
1.1	Statement from the most senior decisionmaker of the organization (e.g., CEO, chair or equivalent senior position) about the relevance of sustainability to the organization and its strategy.		Letter from William Clay Ford, Jr. Letter from Alan Mulally Voice: Robert Shanks
1.2	Description of key impacts, risks and opportunities.		Letter from William Clay Ford, Jr. Letter from Alan Mulally Letter from Robert Brown Strategy Sustainability Strategy Materiality Analysis Materiality Matrix Our Value Chain and Its Impacts Ford Future Competitiveness Mobility Solutions Mobility Challenges and Opportunities Climate Change: The Issue Climate Change Risks and Opportunities Ford’s Science-Based CO2 Targets Water Impacts, Risks and Opportunities

2. Organizational Profile

Profile Disclosure and Description		Status	Links	Notes
2.1	Name of the organization.			Please see 2012 Form 10-K page 1
2.2	Primary brands, products and/or services.			Please see 2012 Form 10-K page 2–3
2.3	Operational structure of the organization, including main divisions, operating companies, subsidiaries and joint ventures.			Please see 2012 Form 10-K page 2–3
2.4	Location of organization’s headquarters.			Please see 2012 Form 10-K page 1
2.5	Number of countries where the organization operates, and names of countries either with major operations or that are specifically relevant to the sustainability issues covered in the report.			Please see List of Operations Worldwide
2.6	Nature of ownership and legal form.		Shareholder Services
2.7	Markets served (including geographic breakdown, sectors served and types of customers/beneficiaries).		2012 Sales and Highlights Data: Market Share and Sales	Please see 2012 Form 10-K pages 2–3. More detailed information on our products and services is reported on in our annual financial reporting, including our 10-K and Annual Report.
2.8	Scale of the reporting organization, including: number of employees; net sales (for private sector organizations) or net revenues (for public sector organizations); total capitalization broken down in terms of debt and equity (for private sector organizations); and quantity of products or services provided.		Financial Health Employees Current Financial Health	Information on our scale is reported on in our annual financial reporting, including our 10-K and Annual Report.
2.9	Significant changes during the reporting period regarding size, structure, or ownership including: the location of, or changes in operations, including facility openings, closings, and expansions; and changes in the share capital structure and other capital formation, maintenance and alteration operations (for private sector organizations).		Focus on Asia Focus on Europe	Please see 2012 Form 10-K page 2 for a list of changes to our reportable segments.
2.10	Awards received in the reporting period.		Governance Diversity and Inclusion Awards Operational Energy and Greenhouse Gas Emissions Vehicle Safety and Driver Assist Technologies: Highlights Supplier Diversity Development Ford of Europe Ford Asia Pacific and Africa Ford South America

3. Report Parameters

Report Profile

Profile Disclosure and Description		Status	Links	Notes
3.1	Reporting period (e.g., fiscal/calendar year) for information provided.		Year in Review
3.2	Date of most recent previous report (if any).		Year in Review
3.3	Reporting cycle (annual, biennial, etc.).		Year in Review
3.4	Contact point for questions regarding the report or its contents.		Year in Review Contact

Report Scope and Boundary

Profile Disclosure and Description		Status	Links	Notes
3.5	Process for defining report content, including: determining materiality; prioritizing topics within the report; and identifying stakeholders the organization expects to use the report.		Year in Review Materiality Analysis Stakeholder Engagement
3.6	Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance.		Year in Review
3.7	State any specific limitations on the scope or boundary of the report.		Year in Review
3.8	Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations and other entities that can significantly affect comparability from period to period and/or between organizations.		Year in Review Governance Stakeholder Engagement: Employees Working Conditions in Ford Plants Case Study: Joint Venture Expansion in Chongqing Our 2012 Safety Record Financial Health Data Climate Change and the Environment Data Water Data Vehicle Safety and Driver Assist Technologies Data Supply Chain Data People Data
3.9	Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report.		Year in Review Financial Health Data Climate Change and the Environment Data Water Data Vehicle Safety and Driver Assist Technologies Data Supply Chain Data People Data
3.10	Explanation of the effect of any re-statements of information provided in earlier reports and the reasons for such re-statement (e.g., mergers/acquisitions, change of the base years/periods, nature of business, measurement methods).		Year in Review Financial Health Data Climate Change and the Environment Data Water Data Vehicle Safety and Driver Assist Technologies Data Supply Chain Data People Data
3.11	Significant changes from previous reporting periods in the scope, boundary or measurement methods applied in the report.		Reporting and Transparency

GRI Content Index

Profile Disclosure and Description		Status	Links	Notes
3.12	Table identifying the location of the Standard Disclosures in the report.		GRI Index

Assurance

Profile Disclosure and Description		Status	Links	Notes
3.13	Policy and current practice with regard to seeking external assurance for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organization and the assurance provider(s).		Assurance

4. Governance, Commitments, and Engagement

Governance

Profile Disclosure and Description		Status	Links	Notes
4.1	Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.		Sustainability Strategy Governance Governance and Management Structures Sustainability Governance and Integration
4.2	Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization’s management and the reasons for this arrangement).		Governance and Management Structures
4.3	For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members.		Corporate Governance – Board of Directors
4.4	Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.		Ethical Business Practices Promoting a Diverse and Inclusive Workforce
4.5	Linkage between compensation for members of the highest governance body, senior managers and executives (including departure arrangements), and the organization’s performance (including social and environmental performance).		Letter from Robert Brown Sustainability Strategy Manufacturing Sustainability Governance and Integration
4.6	Processes in place for the highest governance body to ensure conflicts of interest are avoided.		Ethical Business Practices
4.7	Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization’s strategy on economic, environmental, and social topics.		Corporate Governance – Board of Directors
4.8	Internally developed statements of mission or values, codes of conduct and principles relevant to economic, environmental and social performance and the status of their implementation. Explain the degree to which these: are applied across the organization in different regions and departments/units; and relate to internationally agreed standards.		Strategy Sustainability Strategy Ethical Business Practices Policy Letters and Directives Environmental Management Working Conditions in Ford Plants Sustainable Materials Supporting ONE Ford Promoting a Diverse and Inclusive Workforce
4.9	Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct and principles.		Letter from Robert Brown Sustainability Strategy Public Policy Climate Change Governance Sustainability Governance and Integration
4.10	Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental and social performance.		Corporate Governance – Board of Directors

Commitments to External Initiatives

Profile Disclosure and Description		Status	Links	Notes
4.11	Explanation of whether and how the precautionary approach or principles is addressed by the organization. Article 15 of the Rio Principles introduced the precautionary approach. A response to 4.11 could address the organization’s approach to risk management in operational planning or the development and introduction of new products.			The precautionary principle is the idea that if the consequences of an action are unknown, but are judged to have some potential for major or irreversible negative consequences, then it is better to avoid that action. We do not formally apply the precautionary principle to decision making across all of our activities. However, it has influenced our thinking. For example, in addressing climate change as a business issue, we have employed this principle. In addition, we assess and manage environmental, safety, supply chain, operational and other risks as described throughout this report.
4.12	Externally developed economic, environmental and social charters, principles or other initiatives to which the organization subscribes or endorses.		Policy Letters and Directives Sustainability Strategy Reporting and Transparency Progress in Reducing Water Use
4.13	Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: has positions in governance bodies, participates in projects or committees; provides substantive funding beyond routine membership dues; or views membership as strategic.		Participation in the Policy-Making Process Key Partners Operational Energy and Greenhouse Gas Emissions Choosing More Sustainable Materials Eliminating Undesirable Materials Climate Change Policy and Partnerships Collaborating with Partners Collaborative Efforts Leadership Development Safe Conditions Dealers Industry and Cross-Industry Collaboration Building Supplier Capability through Localized Training and Collaboration

Stakeholder Engagement

Profile Disclosure and Description		Status	Links	Notes
4.14	List of stakeholder groups engaged by the organization. Examples of stakeholder groups are: communities; civil society; customers; shareholders and providers of capital; suppliers; and employees, other workers and their trade unions.		Strategy Our Value Chain and Its Impacts Stakeholder Engagement
4.15	Basis for identification and selection of stakeholders with whom to engage.		Strategy Overview of the Analysis Process Stakeholder Engagement People Engaging with Communities Customers Supply Chain
4.16	Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.		Overview of the Analysis Process Participation in the Policy-Making Process Engaging With These Stakeholders Engaging with Communities Engaging with Customers Understanding Customer Needs Building Customer Awareness Creating a Sustainable Supply Chain: Ford’s Approach Building Strong Supplier Relationships Building Shared Commitment and Capability
4.17	Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.		Materiality Matrix Overview of the Analysis Process Assurance Downloads Voice: Mark Lee Voice: J. Carl Ganter Voice: Dr. Michiel van Ratingen Employee Satisfaction Safety Culture and Accountability Dealers Customers Understanding Customer Needs Voice: Patricia Jurewicz Supplier Greenhouse Gas Emissions

Part II: Disclosures on Management Approach

Economic

Aspects	Status	Links	Notes
Economic performance		Ford’s Goals, Commitments and Status Performance Summary Financial Health Financial Health Data Our Value Chain and Its Impacts Investing in Communities Current Financial Health
Market presence		2012 Sales and Highlights Data: Market Share and Sales Product Competitiveness
Indirect economic impacts		Our Value Chain and Its Impacts Current Financial Health The Lincoln Motor Company New Models of Mobility Ford Motor Credit Company

Environmental

Aspects	Status	Links	Notes
Materials		Sustainable Materials Choosing More Sustainable Materials Eliminating Undesirable Materials
Energy		Ford’s Goals, Commitments and Status Performance Summary Greening Our Operations Greening Our Products
Water		Ford’s Goals, Commitments and Status Performance Summary Water Progress in Reducing Water Use Water Strategy Approach
Biodiversity		Sustainable Land Use and Biodiversity
Emissions, effluents and waste		Climate Change Beyond CO2 Choosing More Sustainable Materials Waste Management
Products and services		Choosing More Sustainable Materials Greening Our Products Product Sustainability Index
Compliance		Eliminating Undesirable Materials End of Life A Portfolio Approach Fuel
Transport		Supplier Greenhouse Gas Emissions Logistics
Overall		Ford’s Goals, Commitments and Status Performance Summary Design for Lifecycle Sustainability Increasing Consumer Awareness of Environmental Issues

Social: Labor Practices and Decent Work

Aspects	Status	Links	Notes
Employment		Employees Employee Engagement Salute to Dealers
Labor/management relations		Ford’s Goals, Commitments and Status Performance Summary Employees Promoting a Diverse and Inclusive Workforce Communities Engaging with Communities Investing in Communities Working Conditions in Ford Plants Policy Letters and Directives
Occupational health and safety		Ford’s Goals, Commitments and Status Performance Summary Workplace Health and Safety Health and Safety Governance Our 2012 Safety Record Safety Culture and Accountability Safe Conditions
Training and education		Leadership Development
Diversity and equal opportunity		Diversity and Inclusion Promoting a Diverse and Inclusive Workforce Dealers

Social: Human Rights

Aspects	Status	Links	Notes
Investment and procurement practices		Ford’s Goals, Commitments and Status Performance Summary Communities Governance Water Engaging with Communities Policy Letters and Directives Investing in Communities
Non-discrimination		Engaging with Communities Policy Letters and Directives
Freedom of association and collective bargaining		Promoting a Diverse and Inclusive Workforce Policy Letters and Directives
Child labor		Engaging with Communities Policy Letters and Directives
Forced and compulsory labor		Engaging with Communities Policy Letters and Directives
Security practices		Policy Letters and Directives
Indigenous rights		Communities Engaging with Communities Policy Letters and Directives

Social: Society

Aspects	Status	Links	Notes
Community		Ford’s Goals, Commitments and Status Performance Summary Communities Engaging with Communities Investing in Communities
Corruption		Governance Policy Letters and Directives Ethical Business Practices
Public policy		Public Policy Participation in the Policy-Making Process Public Policy Positions Climate Change Policy and Partnerships
Anti-competitive behavior		Policy Letters and Directives Ethical Business Practices
Compliance		Sustainability Governance Ethical Business Practices

Social: Product Responsibility

Aspects	Status	Links	Notes
Customer health and safety		Ford’s Goals, Commitments and Status Performance Summary How We Manage Vehicle Safety Encouraging Safer Driving Safety and Driver Assist Technologies
Product and service labelling		End of Life Ethical Business Practices
Marketing communications		Dealers Building Customer Awareness Increasing Consumer Awareness of Environmental Issues Ethical Business Practices
Customer privacy		Ford Motor Credit Company Policy Letters and Directives
Compliance		Case Study: Public Domain Ratings Ethical Business Practices

Part III: Performance Indicators

Economic

Economic Performance

Performance Indicator and Description		Status	Links	Notes
EC1	Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings and payments to capital providers and governments.		Financial Health Financial Health Data Our Value Chain and Its Impacts Investing in Communities Current Financial Health	Information related to operating costs is referenced as “automotive costs of goods sold” in the Company’s Annual Report on?Form 10-K. Information related to payments to providers of capital is referenced as “cash paid interest expenses” and “stockholder dividends” in the Company’s Annual Report on?Form 10-K. Ford does not report on employee compensation and does not intend to do so in the future because the information is proprietary.
EC2	Financial implications and other risks and opportunities for the organization’s activities due to climate change.		Ford’s Climate Change Strategy Climate Change Strategic Principles The “CO2 Model:” The Science Behind Our Scientific Approach Greening Our Products Sustainable Technologies and Alternative Fuels Plan Choosing More Sustainable Materials Water Impacts, Risks and Opportunities Operating in Water-Stressed Regions Dealers
EC3	Coverage of the organization’s defined benefit plan obligations.		Current Financial Health	For our retirees, we have two principal qualified defined benefit retirement plans in the U.S. The Ford-UAW Retirement Plan covers hourly employees represented by the UAW, and the General Retirement Plan covers substantially all other Ford employees in the U.S. hired on or before December 31, 2003. We established, effective January 1, 2004, a defined contribution plan generally covering new salaried U.S. employees hired on or after that date. Other U.S. and non-U.S. subsidiaries have separate plans that generally provide similar types of benefits. We report on contributions to, and the funded status of, our pension plans in our Annual Report on?Form 10-K.
EC4	Significant financial assistance received from government.		Partnerships and Collaboration

Market Presence

Performance Indicator and Description		Status	Links	Notes
EC5	Range of ratios of standard entry-level wage compared to local minimum wage at significant locations of operation.
EC6	Policy, practices, and proportion of spending on locally based suppliers at significant locations of operation.		Engaging with Communities Supplier Diversity Development	Ford uses local suppliers everywhere we operate, and in several localities in which we operate, suppliers set up operations nearby to support Ford operations. In addition, the local economic development model described is aligned with our Supplier Diversity Development initiatives. Attributes of our Supplier Diversity Development initiatives include: economic development rationale, local employment opportunities and workforce development, supplier development and a considerable financial history of purchases from minority- and women-owned companies. These initiatives operate exclusively in the U.S. and are driven in part by compliance with federal requirements. Globally, a mandated Black Economic Empowerment Program also drives supplier development and local employment for Ford in South Africa. Ford does not track the proportion of spending on locally based suppliers at significant locations of operation because local sourcing has not appeared as an important issue in our materiality analyses.
EC7	Procedures for local hiring and proportion of senior management hired from the local community at locations of significant operation.		Engaging with Communities	Ford doesn’t track this information, because our materiality analysis determined that the procedures used for local hiring and proportion of senior management hired from the local community is not a material issue. However, Ford’s recruiting initiatives are designed to be inclusive and hire from all segments of the diverse populations and communities in which we live and work. Opportunities for employment and advancement are available on a non-discriminatory basis – without regard to race, color, religion, age, gender, sexual orientation, national origin, handicap or veteran status. We take affirmative action in accordance with the law to have minorities and women represented appropriately throughout the workforce and to provide qualified handicapped persons, disabled veterans and veterans of the Vietnam era opportunity for employment and advancement.

Indirect Economic Impacts

Performance Indicator and Description		Status	Links	Notes
EC8	Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind or pro bono engagement.		Our Value Chain and Its Impacts Current Financial Health Case Study: Saving Lives in Rural India Water as a Community Issue Collaborative Efforts Case Study: Connected Vehicles Investing in Communities Ford Motor Company Fund and Community Services Ford Volunteer Corps
EC9	Understanding and describing significant indirect economic impacts, including the extent of impacts.		Our Value Chain and Its Impacts The Lincoln Motor Company Product Competitiveness New Models of Mobility Ford Motor Credit Company Focus on Europe Focus on Asia Product Sustainability Index

Environmental

Materials

Performance Indicator and Description		Status	Links	Notes
EN1	Materials used by weight or volume.		Product Sustainability Index Sustainable Materials What is in a Vehicle? Sustainable Raw Materials Rare Earth Elements Materials Management	In our materiality analysis, the use of sustainable materials appears as a significant issue, and we provide extensive coverage of that issue. However, accounting for the amount of every material used has not been identified as a material issue for internal or external stakeholders.
EN2	Percentage of materials used that are recycled input materials.		Sustainable Materials Choosing More Sustainable Materials End of Life	We report on our use of recycled materials and our efforts to increase recycled content in our vehicles. However, accounting for the exact percentage of recycled materials used in all of our vehicles has not been identified as a material issue for internal or external stakeholders.

Energy

Performance Indicator and Description		Status	Links	Notes
EN3	Direct energy consumption by primary energy source.		Data: Operational Energy Use and CO2 Emissions	We do not currently aggregate energy use by source on a global basis. However, we will provide that information within the next three reporting cycles.
EN4	Indirect energy consumption by primary source.		Data: Fuel Economy and CO2 Emissions	To generate our greenhouse gas emission estimates we use indirect energy conversion factors from the WRI/WBCSD Greenhouse Gas Reporting Protocol or local regulations, if required (such as by the U.S. EPA). However, estimating and aggregating the fuel sources for our indirect energy use is not considered material to our business because we actively manage both energy use and greenhouse gas emissions and do not control the sources of indirect energy we purchase.
EN5	Energy saved due to conservation and efficiency improvements.		Data: Operational Energy Use and CO2 Emissions Greening Our Operations Operational Energy and Greenhouse Gas Emissions Renewable Energy Green Buildings
EN6	Initiatives to provide energy-efficient or renewable energy-based products and services, and reductions in energy requirements as a result of these initiatives.		Design for Lifecycle Sustainability Greening Our Products Sustainable Technologies and Alternative Fuels Plan Improving Fuel Economy Migration to Alternative Fuels and Powertrains Vehicle Fuel Efficiency and CO2 Emissions Progress and Performance Electrification: A Closer Look Dealers
EN7	Initiatives to reduce indirect energy consumption and reductions achieved.		Design for Lifecycle Sustainability Greening Our Products Improving Fuel Economy Migration to Alternative Fuels and Powertrains Vehicle Fuel Efficiency and CO2 Emissions Progress and Performance Electrification: A Closer Look

Water

Performance Indicator and Description		Status	Links	Notes
EN8	Total water withdrawal by source.		Water Data
EN9	Water sources significantly affected by withdrawal of water.		Water Consumption in the Vehicle Lifecycle
EN10	Percentage and total volume of water recycled and reused.		Investing in New Technologies

Biodiversity

Performance Indicator and Description		Status	Links	Notes
EN11	Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.		Sustainable Land Use and Biodiversity	We believe that protecting biodiversity is an important issue, and we report on our efforts to increase and protect wildlife habitat. However, this issue was not identified as material in our analysis because Ford facilities, once established, do not routinely disturb land, wildlife or biodiversity. In siting new facilities, we conduct a due diligence process and an environmental impact assessment, both of which consider potential impacts on biodiversity.
EN12	Descriptions of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas.		Sustainable Land Use and Biodiversity
EN13	Habitats protected or restored.		Sustainable Land Use and Biodiversity Remediation
EN14	Strategies, current actions, and future plans for managing impacts on biodiversity.		Sustainable Land Use and Biodiversity Remediation
EN15	Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk.

Emissions, Effluent, and Waste

Performance Indicator and Description		Status	Links	Notes
EN16	Total direct and indirect greenhouse gas emissions by weight.		Quantifying Our Environmental Impact Product Sustainability Index Ford’s Greenhouse Gas Emissions Supplier Greenhouse Gas Emissions Data: Operational Energy Use and CO2 Emissions
EN17	Other relevant indirect greenhouse gas emissions by weight.		Data: Fuel Economy and CO2 Emissions
EN18	Initiatives to reduce greenhouse gas emissions and reductions achieved.		Design for Lifecycle Sustainability Product Sustainability Index Greening Our Operations Operational Energy and Greenhouse Gas Emissions Renewable Energy Non-CO2, Facility-Related Emissions Improving Fuel Economy Migration to Alternative Fuels and Powertrains Vehicle Fuel Efficiency and CO2 Emissions Progress and Performance Electrification: A Closer Look
EN19	Emissions of ozone-depleting substances by weight.		Data: Emissions (VOC and Other)
EN20	NOx, SOx and other significant air emissions by type and weight.		Product Sustainability Index Data: Tailpipe Emissions
EN21	Total water discharge by quality and destination.		Progress in Reducing Water Use	Significant discharges to water by type are not currently tracked at the corporate level. The large majority of wastewater discharges are treated before discharge. The Company is collecting baseline data on discharges to municipal wastewater treatment plants, and this data will be reported as soon as practical, likely beginning in 2015.
EN22	Total weight of waste by type and disposal method.		Data: Waste Waste Management	This is an area in which Ford is increasing its tracking and reporting. We currently report on waste by type, categorized into hazardous and nonhazardous. We also report on waste disposal to landfill. With our new GEM database, we are now tracking waste disposal methods beyond landfill (i.e., recycling, reuse, compost, incineration, other.) With this new data-tracking tool, we will be able to more report fully on this metric in the next few years.
EN23	Total number and volume of significant spills.		Compliance
EN24	Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III and VIII, and percentage of transported waste shipped internationally.		Sustainable Materials
EN25	Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization’s discharges of water and runoff.

Products and Services

Performance Indicator and Description		Status	Links	Notes
EN26	Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.		Design for Lifecycle Sustainability Product Sustainability Index Greening Our Operations Choosing More Sustainable Materials Eliminating Undesirable Materials Water Consumption in the Vehicle Lifecycle
EN27	Percentage of products sold and their packaging materials that are reclaimed by category.		Choosing More Sustainable Materials Logistics

Compliance

Performance Indicator and Description		Status	Links	Notes
EN28	Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations.		Environmental Management Compliance Eliminating Undesirable Materials

Transport

Performance Indicator and Description		Status	Links	Notes
EN29	Significant environmental impacts of transporting products and other goods and materials used for the organization’s operations, and transporting members of the workforce.		Supplier Greenhouse Gas Emissions Logistics

Overall

Performance Indicator and Description		Status	Links	Notes
EN30	Total environmental protection expenditures and investments by type.		Operational Energy and Greenhouse Gas Emissions Supplier Environmental Management

Social: Labor Practices and Decent Work

Employment

Performance Indicator and Description		Status	Links	Notes
LA1	Total workforce by employment type, employment contract and region.		Ford Asia Pacific and Africa Ford of Europe Ford South America	The number of employees by region can be found in Ford's Annual Report on?Form 10-K page 16.
LA2	Total number and rate of employee turnover by age group, gender and region.			This is proprietary information.
LA3	Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations.		Employees

Labor/Management Relations

Performance Indicator and Description		Status	Links	Notes
LA4	Percentage of employees covered by collective bargaining agreements.		Stakeholder Engagement: Employees Employees
LA5	Minimum notice period(s) regarding operational changes, including whether it is specified in collective agreements.		Focus on Europe	Ford fully complies with applicable requirements for minimum notice periods regarding operational changes.

Occupational Health and Safety

Performance Indicator and Description		Status	Links	Notes
LA6	Percentage of total workforce represented in formal joint management–worker health and safety committees that help monitor and advise on occupational health and safety programs.		Stakeholder Engagement: Employees Health and Safety Governance
LA7	Rates of injury, occupational diseases, lost days and absenteeism, and number of work-related fatalities by region.		Our 2012 Safety Record Data: Workplace Safety	Absenteeism is covered by collective bargaining agreements, which vary. The data are not tracked centrally. Rates of absenteeism were not identified as a material issue in our materiality analysis.
LA8	Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families or community members regarding serious diseases.		Health as a Strategic Advantage
LA9	Health and safety topics covered in formal agreements with trade unions.		Safety Culture and Accountability Relationship Management

Training and Education

Performance Indicator and Description		Status	Links	Notes
LA10	Average hours of training per year per employee by employee category.		Ethical Business Practices Leadership Development	We provide information on employee training programs relevant to sustainability; however, our materiality analysis did not identify the average hours of training per employee as a material issue.
LA11	Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.		Leadership Development Focus on Europe
LA12	Percentage of employees receiving regular performance and career development reviews.		Leadership Development

Diversity and Opportunity

Performance Indicator and Description		Status	Links	Notes
LA13	Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity.		Corporate Governance – Board of Directors Data: Engagement and Community
LA14	Ratio of basic salary of men to women by employee category.		Diversity and Inclusion	This is proprietary information.

Social: Human Rights

Strategy and Management

Performance Indicator and Description		Status	Links	Notes
HR1	Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening.		Policy Letters and Directives Expanding Impact on Our Supply Chain Sustainable Raw Materials
HR2	Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken.		Supply Chain Data Supply Chain Profile Assessing Suppliers Sustainable Raw Materials Conflict Minerals
HR3	Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.		Ethical Business Practices Building Supplier Capability through Localized Training and Collaboration

Non-Discrimination

Performance Indicator and Description		Status	Links	Notes
HR4	Total number of incidents of discrimination and actions taken.		Diversity and Inclusion Data: Engagement and Community	This is proprietary information.

Freedom of Association and Collective Bargaining

Performance Indicator and Description		Status	Links	Notes
HR5	Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights.		Promoting a Diverse and Inclusive Workforce Policy Letters and Directives

Child Labor

Performance Indicator and Description		Status	Links	Notes
HR6	Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor.		Policy Letters and Directives Engaging with Communities

Forced and Compulsory Labor

Performance Indicator and Description		Status	Links	Notes
HR7	Operations identified as having significant risk for incidents of forced or compulsory labor, and measurements to contribute to the elimination of forced or compulsory labor.		Policy Letters and Directives Engaging with Communities Forced Labor and Human Trafficking in Supply Chains Charcoal and Pig Iron Production in Brazil

Security Practices

Performance Indicator and Description		Status	Links	Notes
HR8	Percentage of security personnel trained in the organization’s policies or procedures concerning aspects of human rights that are relevant to operations.

Indigenous Practices

Performance Indicator and Description		Status	Links	Notes
HR9	Total number of incidents of violations involving rights of indigenous people and actions taken.

Social: Society

Community

Performance Indicator and Description		Status	Links	Notes
SO1	Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating and exiting.		Engaging with Communities Investing in Communities Encouraging Safer Driving

Corruption

Performance Indicator and Description		Status	Links	Notes
SO2	Percentage and total number of business units analyzed for risks related to corruption.		Governance Policy Letters and Directives
SO3	Percentage of employees trained in organization’s anti-corruption policies and procedures.		Ethical Business Practices
SO4	Actions taken in response to incidents of corruption.		Ethical Business Practices

Public Policy

Performance Indicator and Description		Status	Links	Notes
SO5	Public policy positions and participation in public policy development and lobbying.		Public Policy Participation in the Policy-Making Process Public Policy Positions Climate Change Policy and Partnerships
SO6	Total value of financial and in-kind contributions to political parties, politicians and related institutions by country.		Participation in the Policy-Making Process

Anti-Competitive Behavior

Performance Indicator and Description		Status	Links	Notes
SO7	Total number of legal actions for anti-competitive behavior, anti-trust and monopoly practices and their outcomes.			Legal actions are described in the Company’s Annual Report on the?Form 10-K, pages 25–26.

Compliance

Performance Indicator and Description		Status	Links	Notes
SO8	Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations.		Compliance	Additional information on fines for noncompliance with laws and regulations can be found in the Company’s Annual Report on the?Form 10-K?on pages 25–26.

Social: Product Responsibility

Customer Health and Safety

Performance Indicator and Description		Status	Links	Notes
PR1	Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures.		Product Development Design for Lifecycle Sustainability Product Sustainability Index Improving Vehicle Interior Environmental Quality and Choosing Allergy-Tested Materials Eliminating Undesirable Materials Vehicle Safety and Driver Assist Technologies Vehicle Safety and Driver Assist Technologies Case Studies
PR2	Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services, by type of outcomes.		Customer Satisfaction and Quality Data: Product, Quality and Service Vehicle Safety and Driver Assist Technologies Data	Information on all legal proceedings and incidents of noncompliance can be found in the Company’s Annual Report on the?Form 10-K?on pages 25–26.

Products and Service Labeling

Performance Indicator and Description		Status	Links	Notes
PR3	Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements.			Ford’s vehicles are subject to numerous labeling requirements that vary by country, region and state. We maintain compliance through our normal product requirement compliance systems. For example, in the U.S., window stickers on new vehicles provide fuel economy and crash test ratings, the percentage of vehicle content from the U.S. and Canada and major sources of foreign parts. We report on safe and efficient use of the product in vehicle manuals. In Europe, we use an Eco-label that goes beyond legal requirements and also inform customers in the driver’s manual about the impact of air conditioning on real-world fuel economy. Eco-labels also discuss substances that might produce an environmental or social impact. Ford of Europe also reports on disposal of products. In the U.S., Ford makes vehicle dismantling guides available.
PR4	Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes.
PR5	Practices related to customer satisfaction, including results of surveys measuring customer satisfaction.		Product Competitiveness Customer Satisfaction and Quality Global and Regional Quality Improvements Dealers Customers Engaging with Customers Understanding Customer Needs

Marketing Communications

Performance Indicator and Description		Status	Links	Notes
PR6	Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion and sponsorship.		Policy Letters and Directives Dealers
PR7	Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion and sponsorship by type of outcomes.			Information on all legal proceedings and incidents of noncompliance can be found in the Company’s Annual Report on the?Form 10-K, pages 25–26

Customer Privacy

Performance Indicator and Description		Status	Links	Notes
PR8	Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data.		Ford Motor Credit Company

Compliance

Performance Indicator and Description		Status	Links	Notes
PR9	Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services.			Information on all legal proceedings and incidents of noncompliance can be found in the Company’s Annual Report on the?Form 10-K, pages 25–26